systems approach- context analysis template

8/13/2019 Systems Approach- Context Analysis Template

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Systems Approach WorkbookContext Analysis Template

This context analysis template is intended to support regional directors, managers or others who will be

leading system change. It has been developed to align with the process outlined in the SystemsApproachschange management modules. Like the Systems Approach orkbook as a whole, the

template can be used to guide change at the broader system level or at the speci!ic service"delivery level.

The purpose o! a context analysis #sometimes re!erred to as a situational analysis$ is to ensure an

initiative is in!ormed by all o! the contextual !actors that might a!!ect its implementation andsustainability. The context analysis should be completed at the !irst stage o! the planning process.

%egularly updating the context analysis throughout the course o! the pro&ect will help ensure the pro&ectcan identi!y and adapt to changes as needed.

The 'uality o! the context analysis depends upon the 'uality o! in!ormation it includes. (ake sure thein!ormation included can be veri!ied and avoid including assumptions. The analysis should also be

in!ormed by consultations and dialogue with internal and external partners. This dialogue will ensure a

broad range o! perspectives is represented, which will o!ten reveal new data sources or in!ormation.

There are many ways to look at the various contextual !actors that should be considered. )i!!erentanalysis !ormats are suited !or di!!erent pro&ects and organi*ational contexts. This template provides a

comprehensive list o! headings !or a context analysis relevant to the substance use !ield, with an

explanation o! what content should be developed !or the headings. The context analysis concludes by

describing a S+T #strengths, weaknesses, opportunities, threats$ analysis that can be used to highlightkey considerations and identi!y strategic priorities !or pro&ect implementation.

A list o! additional templates and guides is at the end o! this document. The Systems Approach

orkbook also provides a system mapping toolkit, which includes a range o! templates !or mapping

system structures, processes and client experiences. It can be used to in!orm and expand on the contextanalysis.

The template can be customi*ed as necessary headings can be added, removed or combined based on

pro&ect scope and available resources. +nce completed, the context analysis will provide an excellent

resource to in!orm the development o! animplementation plan, a template !or which can also be !oundin the Systems Approach orkbook.

The original template text for this file, as well as other useful material, is available in the Tools & Templates section of theSystems Approach website (www.nts-snt.ca). ro!uction of this material has been ma!e possible through a financialcontribution from "ealth #ana!a. The views expresse! herein !o not necessarily represent the views of "ealth #ana!a.

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A Systems Approach: Sample Content Analysis Template

Context Analysis for [Project Name]

Project Lead:/ame, position and contact in!ormation.

Project Description:-rovide a brie! description o! the pro&ect. hat should be included in a 01"second

2elevator pitch3 to communicate the !undamentals o! the pro&ect4 I! the context analysis is beingconducted be!ore the pro&ect is !ully de!ined, which is o!ten a good idea, identi!y the broad purpose or

goals driving pro&ect development.

Internal Considerations: The !irst set o! considerations !ocuses on things that are internal to theorgani*ation or within the organi*ations control.

Organizational Mandate 5ow does the pro&ect align with and support the organi*ational mandate4

6ision, values and mission statements can also be considered.

Organizational Structure hat is the administrative structure and governance model within which

the pro&ect might occur or that the pro&ect will be revising4

Current Approach hat are the existing approaches, processes and activities !or system

coordination or service delivery that may be a!!ected by the pro&ect4 Are there evaluations or pro&ect

reports that can provide data about the impact o! the current approach4

Ongoing Projects hat other pro&ects are happening prior to, during and !ollowing the pro&ectbeing considered4 5ow will these pro&ects interact in terms o! sta!!, clients, physical resources and

partners involved4 Are there links or economies o! scale that can be taken advantage o!4

Organizational Culture hat is the leadership approach in the organi*ation4 Is there a culture o!

trust and dialogue4 Is the culture supportive o! innovation and knowledge exchange4 7ecause pastbehaviour is predictive o! !uture behaviour, how have other changes been received in the past4 I! the

pro&ect involves a signi!icant change, organi*ational experience with similar changes will help

determine initial sta!! response. 8onsider whether change !atigue may be an issue and i! there are

lessons learned !rom past experiences that can be brought !orward. The change managementmodules in the Systems Approach orkbook provide a guide to using a change management

approach.

Finances hat !inancial resources are or may be available to support the pro&ect4 hat is the

!unding pro&ection !or both the pro&ect and organi*ation as a whole #e.g., cutbacks versus newresources$4

Human Resources hat skills and characteristics are brought to the table by sta!! involved in the

pro&ect4 hat are their current workload levels4 8onsider all roles, !rom administrative support to

senior management to !rontline practitioners. ill there be unioni*ed sta!! involved4 I! so, whatagreements are in place4 ho are the key union contacts to involve in consultations and planning4

Are there any ongoing or historical con!licts that may raise issues4 ho else within the organi*ationshould be consulted or involved4

Physical and Technological Resources hat resources are in place or in development that will beused to support the pro&ect4 8onsider o!!ice space, computer hardware and so!tware, and program

space, i! applicable.

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External Considerations: The second set o! considerations !ocuses on things that are external to the

organi*ation or outside o! the organi*ations control.

System 8omplexity The level o! system complexity in which a pro&ect or change is taking placeshould in!orm how change is approached. The System Thinking and 8omplexitybrie! in the

Systems Approach orkbookprovides additional in!ormation on evaluating and working with

complexity.

Politicshat local, regional, provincial or national political priorities or processes might in!luencethe pro&ect4 :xamples may include legislative change, pending elections, politically appointed

working groups or commissions o! in'uiry, or speci!ic political directives.

Social Trends hat are the socio"demographics, particularly !or those a!!ected or targeted by the

pro&ect4 Are there trends that will a!!ect the pro&ect or that the pro&ect is responding to4 8onsider thesocial determinants o! health gender, culture, age, income, housing, education and mental health, !or

example. hat are the current rates and characteristics o! substance use in the population4 hat is

the economic and political context4

System Trends hat are the current rates o! service access !or the programs involved4 hat is thecurrent level o! interaction between di!!erent components o! the system; !or example, !or various

services within the system as well as community service providers and possible re!erral sources such

as primary care physicians4 Is the system integrated or considering integration with other sectors

such as mental health or primary care4

Partnerships hat partners, i! any, will be directly involved in the pro&ect and to what extent4 hat

partners will be a!!ected by or interested in the pro&ect4 hat partners should be in!ormed or may

support it4 hat are the current relationships and mechanisms !or engagement with these partners4

Partner Characteristicshat are the characteristics o! the partners that will be a!!ected by or arebeing targeted !or collaboration on the pro&ect4 8onsider, !or example, mandate, priorities, !unding,

structure, personnel and approach.

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Summary Table: The !ollowing table provides a template that could be used in the brainstorming phase

or to summari*e more detailed in!ormation contained in a narrative analysis.

Project:Developing Community Capacity for Early Intervention

Category Consideration Impact !elevanceInternalConsiderations

+rgani*ational

mandate

2To reduce the harm

associated with

substance use3

Alignment %esearch indicates that early identi!ication and intervention is

associated with reduced harm to individuals and society.

+rgani*ational

structure

5ierarchical model 5ierarchical approval processes will need to be accounted !or in pro&ect

timelines.

8urrent approach Service !ocus on

speciali*ed care

-riority area through the pro&ect will be shi!ting the service !ocus toward

lower tiers.

+ngoing pro&ects Integration between

addictions and mental

health

-ro&ect is taking up signi!icant administrative resources. It is anticipated to

move to the service level along a similar timeline to the community

capacity pro&ect being implemented.

Introduction o! a new

data collection system

-ro&ect involves many o! the same management"level personnel !rom the

ministry and !rom existing community"based services.

+rgani*ational

culture

Some change !atigue 8hange o! ministry, integration with mental health and a new 'uality

assurance process were introduced within the past !ive years.

(otivated Sta!! members, particularly those in the community, see the gaps in the

system and are eager to align with evidence that will result in improved

client care.


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Project:Developing Community Capacity for Early Intervention

Category Consideration Impact !elevance

-artner

characteristics

? sta!!, primarily

community nurses and

social workers withlittle training in

substance use

ill need to provide training, and work with the 8entre to balance time

re'uired !or client service with time re'uired !or administration and

training.

S"#T $nalysis:hat are the key strengths, weaknesses, opportunities and threats identi!ied in thiscontext analysis4 Strengths and weaknesses are generally internal or within the organi*ations control,

while opportunities and threats are external and might be beyond the organi*ations control. The

additional templates and guides section at the end o! this document provides links to online resourceswith more in!ormation on conducting a S+T analysis.

Strengt%s "ea&nesses #pportunities T%reats

Sta!! motivation to best

serve clients


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Additional Templates and !ides

8anadian 8entre on Substance Abuse. #919$. Systems approach or!"oo!# Mapping su"stance use

systems and client journeys. +ttawa Author. %etrieved !rom http@@www.nts"snt.ca@91991)ocument91Library@nts"systems"approach"mapping"919"en.pd!

(indTools. #n.d.$. S$OT analysis. %etrieved !rom

www.mindtools.com@pages@article@newT(8B1?.htm.

%apid7I. #911C$. S$OT analysis made simple# History% de&inition% tools% templates ' or!sheets.

%etrieved !rom http@@rapidbi.com@swotanalysis.

%enault, 6. #n.d.$. S$OT analysis# Strengths% ea!nesses% opportunities% and threats.%etrieved !rom

http@@ctb.ku.edu@en@tablecontents@subBsectionBmainB1>D.aspx.

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